PROJECT REPORT

ON
IMPACT OF EMPLOYEES MOTIVATION ON ORGANIZATIONAL EFFECTIVENESS
AT
Au FINANCIERS (INDIA) LIMITED
Project Submitted to
DEPARTMENT OF BUSINESS ADMINISTRATION
UNIVERSITY OF RAJASTHAN, JAIPUR-04



FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR
THE DEGREE OF
MASTERS OF HUMAN RESOURCE MANAGEMENT

Under Supervision Of: SUBMITTED BY:
Dr. V K JOSHI PREETI KUMAWAT
Asst. Professor MHRM (2012-14)
ENROL:

CERTIFICATE
DEPARTMENT OF BUSINESS ADMINISTRATION
UNIVERSITY OF RAJASTHAN
JAIPUR

This is to certify that the project report IMPACT OF EMPLOYEES MOTIVATION ON ORGANIZATIONAL
EFFECTIVENESS at Au FINANCIERS (INDIA) LIMITED- Jaipur, submitted by Ms. Preeti Kumawat, student MHRM-
PII, Dept. of Business Administration, University of Rajasthan, Jaipur, has prepared it under my guidance for the
preparation of full filling of requirement for paper VI for award of the degree of Master of Human Resource
Management under my supervision.

I wish her all the success.


Dr. V K Joshi
Asst. Professor
Dept. of Business Adm.
University of Rajasthan










DECLARATION

DATE:


I, hereby, undertake that the project titled, IMPACT OF EMPLOYEES MOTIVATION ON
ORGANIZATIONAL EFFECTIVENESS at Au FINANCIERS (INDIA) LIMITED is an original project. The findings of
the study are based on the information collected by me during my summer training.



Ms. Preeti Kumawat
MHRM PART-II
RAJASTHAN UNIVERSITY













ACKNOWLEDGEMENT
Project work is a combined effort, so one should thank all who have helped in making the report
purposeful. Hence, I take this opportunity to thank all who have been instrumental in helping me
prepare this report.
As well as I wish to take this opportunity to thank Mr. Sanjay Agarwal (MD-Au Financiers (India)
Limited) and Ms. Ranu Sharma (HR-Au Financiers (India) Limited) for giving me their kind guidance in
order to materialize this project report.
It has been a pleasure to work on this project titled IMPACT OF EMPLOYEES MOTIVATION ON
ORGANIZATIONAL EFFECTIVENESS at Au FINANCIERS (INDIA) LIMITED, Jaipur. First of all I would like to thank
god who showered his blessings upon me at each and every step. I am immensely grateful to my parents for their
continuous trust on me and also for the encouragement that they had given me at each and every crucial moment of
my life. Without their kind support and belief on me, it would not be possible for me to make such a dissertation
report.
I express my earnest and sincere thanks to my Mentor Dr. V K Joshi, Asst. Proff. University of Rajasthan for all their
guidance that I have received during this project.

Ms. Preeti Kumawat
MHRM PART-II
RAJASTHAN UNIVERSITY












PREFACE
Every organization and business wants to be successful and have desire to get constant
progress. The current era is highly competitive and organizations regardless of size, technology
and market focus are facing employee retention challenges. To overcome these restraints a
strong and positive relationship and bonding should be created and maintained between
employees and their organizations. Human resource or employees of any organization are the
most central part so they need to be influenced and persuaded towards tasks fulfillment. As a
part of MHRM Part- II curriculum, I had worked in this project on complete study of Impact of
Employees Motivation on Organizational Effectiveness at Au FINANCIERS (INDIA)
LIMITED, Jaipur. It was a privilege to being a part of DEPARTMENT OF BUSINESS
ADM. Where I worked on Project which is important as it is a vital part of our
curriculum during the course and it had given me great experience of my work. I had
the opportunity to interact with many people from different fields, which had further
enriched my knowledge. If this report lives up to its title and is interesting for you to
read and as it was for me to write then I shall feel my endeavor has been more than
worth while.

PREETI KUMAWAT








CONTENTS
S.NO Topic Page No.
Chapter-1 Certificate Guide I
Chapter-2 Certificate Institute II
Chapter-3 Declaration III
Chapter-4 Acknowledgement IV
Chapter-5 Preface V
Chapter-6 Contents VI
Chapter-7 Field Profile
Chapter-8 Company Introduction
Chapter-9 Motivation


Chapter-10 Employee Motivation


Chapter-11 Organizational Effectiveness


Chapter-12 Factors Affecting Employees
Motivation


Chapter-13 Framework of Motivation


Chapter-14
Research Methodology


Chapter-15
Recognition and Employee
Motivation


Chapter-16
Empowerment

Chapter-17
Empowerment and Employee
Motivation


Chapter-18 Employee Motivation
and Organizational
Effectiveness


Chapter-19 Motivation and Behaviour
Chapter-20 Evaluation
Chapter-21 Suggestion
Chapter-22 Analysis
Chapter-23 Questionnaire
Chapter-24 Finding
Chapter-25 Conclusion
References
Bibliography











FIELD PROFILE
Finance is a field closely related to accounting that deals with the allocation
of assets and liabilities over time under conditions of certainty and uncertainty. Finance also apply
and uses the theories of economics at some level. Finance can also be defined as the science of
money management. A key point in finance is the time value of money, which states that one unit of
currency today is worth more than one unit of currency tomorrow. Finance aims to price assets
based on their risk level and their expected rate of return. Finance can be broken into three different
sub-categories: public finance, corporate finance and personal finance.
financial Capital
Capital, in the financial sense, is the money that gives the business the power to buy goods to be
used in the production of other goods or the offering of a service. (The capital has two types of
resources, Equity and Debt).
The deployment of capital is decided by the budget. This may include the objective of business,
targets set, and results in financial terms, e.g., the target set for sale, resulting cost, growth, required
investment to achieve the planned sales, and financing source for the investment.
A budget may be long term or short term. Long term budgets have a time horizon of 510 years
giving a vision to the company; short term is an annual budget which is drawn to control and operate
in that particular year.
Budgets will include proposed fixed asset requirements and how these expenditures will be
financed. Capital budgets are often adjusted annually and should be part of a longer-term Capital
Improvements Plan.
A cash budget is also required. The working capital requirements of a business are monitored at all
times to ensure that there are sufficient funds available to meet short-term expenses.
The cash budget is basically a detailed plan that shows all expected sources and uses of cash. The
cash budget has the following six main sections:
1. Beginning Cash Balance - contains the last period's closing cash balance.
2. Cash collections - includes all expected cash receipts (all sources of cash for the period
considered, mainly sales)
3. Cash disbursements - lists all planned cash outflows for the period, excluding interest
payments on short-term loans, which appear in the financing section. All expenses that do
not affect cash flow are excluded from this list (e.g. depreciation, amortization, etc.)
4. Cash excess or deficiency - a function of the cash needs and cash available. Cash needs
are determined by the total cash disbursements plus the minimum cash balance required by
company policy. If total cash available is less than cash needs, a deficiency exists.
5. Financing - discloses the planned borrowings and repayments, including interest.
Financial theory
Financial economics
Financial economics is the branch of economics studying the interrelation of financial variables, such
as prices, interest rates and shares, as opposed to those concerning the real economy. Financial
economics concentrates on influences of real economic variables on financial ones, in contrast to
pure finance. It centres on managing risk in the context of the financial markets, and the
resultant economic and financial models. It essentially explores how rational investors would apply
risk and return to the problem of an investment policy. Here, the twin assumptions
of rationality and market efficiency lead to modern portfolio theory (the CAPM), and to the Black
Scholes theory for option valuation; it further studies phenomena and models where these
assumptions do not hold, or are extended. "Financial economics", at least formally, also considers
investment under "certainty" (Fisher separation theorem, "theory of investment value", Modigliani-
Miller theorem) and hence also contributes to corporate finance theory. Financial econometrics is the
branch of financial economics that uses econometric techniques to parameterize the relationships
suggested.
Although closely related, the disciplines of economics and finance are distinctive. The economy is
a social institution that organizes a societys production, distribution, and consumption of goods and
services, all of which must be financed.
Economists make a number of abstract assumptions for purposes of their analyses and predictions.
They generally regard financial markets that function for the financial system as an efficient
mechanism (Efficient-market hypothesis). Instead, financial markets are subject to human error and
emotion. New research discloses the mischaracterization of investment safety and measures of
financial products and markets so complex that their effects, especially under conditions of
uncertainty, are impossible to predict. The study of finance is subsumed under economics as
financial economics, but the scope, speed, power relations and practices of the financial system can
uplift or cripple whole economies and the well-being of households, businesses and governing
bodies within themsometimes in a single day.
Financial mathematics[
Financial mathematics is a field of applied mathematics, concerned with financial markets.
The subject has a close relationship with the discipline of financial economics, which is
concerned with much of the underlying theory. Generally, mathematical finance will derive,
and extend, the mathematical or numerical models suggested by financial economics. In
terms of practice, mathematical finance also overlaps heavily with the field of computational
finance (also known as financial engineering). Arguably, these are largely synonymous,
although the latter focuses on application, while the former focuses on modeling and
derivation (see:Quantitative analyst). The field is largely focused on the modelling
of derivatives, although other important subfields include insurance mathematics and
quantitative portfolio problems.
Experimental finance
Experimental finance aims to establish different market settings and environments to observe
experimentally and provide a lens through which science can analyze agents' behavior and the
resulting characteristics of trading flows, information diffusion and aggregation, price setting
mechanisms, and returns processes. Researchers in experimental finance can study to what extent
existing financial economics theory makes valid predictions, and attempt to discover new principles
on which such theory can be extended. Research may proceed by conducting trading simulations or
by establishing and studying the behavior of people in artificial competitive market-like settings.
Behavioral finance
Behavioral Finance studies how the psychology of investors or managers affects financial decisions
and markets. Behavioral finance has grown over the last few decades to become central to finance.
Behavioral finance includes such topics as:
1. Empirical studies that demonstrate significant deviations from classical theories.
2. Models of how psychology affects trading and prices
3. Forecasting based on these methods.
4. Studies of experimental asset markets and use of models to forecast experiments.
A strand of behavioral finance has been dubbed Quantitative Behavioral Finance, which uses
mathematical and statistical methodology to understand behavioral biases in conjunction with
valuation. Some of this endeavor has been led by Gunduz Caginalp (Professor of Mathematics and
Editor of Journal of Behavioral Finance during 2001-2004) and collaborators including Vernon
Smith (2002 Nobel Laureate in Economics), David Porter, Don Balenovich, Vladimira Ilieva, Ahmet
Duran). Studies by Jeff Madura, Ray Sturm and others have demonstrated significant behavioral
effects in stocks and exchange traded funds. Among other topics, quantitative behavioral finance
studies behavioral effects together with the non-classical assumption of the finiteness of assets.








Introduction
Au FINANCIERs (INDIA) LIMITED

Au FINANCIERS (INDIA) LIMITED, one of the fastest growing Rajasthan based Non Banking Finance Company, is an
outcome of the professional entrepreneurship of its Founder Sanjay Agarwal and his highly experienced and
competent management team. Their focus and passion is to establish a high quality, customer centric and Service
Driven finance company catering and valuing the smallest needs of people of India. The association of the company
with the finest pedigree investors reflects companys sustainable growth and synergies.
Au FINANCIERs is a Systemically Important Non Deposit Accepting NBFC as classified by RBI, in Rajasthan.

The company is very well known by the name of The Financiers

The Concepts of Corporate Social Responsibility are embedded in the blood of the organization and integrated in our
activities. The Company has a apparition to be preferred financier.

Overview
Au Financiers (India) Limited is a Non Banking Finance Company, registered with Reserve Bank of India,
incorporated in the year 1996 under the provisions of the Companies Act, 1956 by Mr. Sanjay Agarwal, Chartered
Accountant and first generation entrepreneur.
We are Systemically Important Asset Finance Company (NBFC-ND-AFC-SI) of Rajasthan. We are
registered as Non Deposit accepting NBFC with RBI. We are a leading Non-banking finance company (NBFC)
engaged in business of originating Small Road Transport Operator (SRTO) and Micro, Small and Medium Enterprise
(MSME) loans in rural and semi-urban areas.

Core Values
Au FINANCIERs is driven by its core values of being Fair, Flexible, Fast, and Friendly. Our foundation lies on the right
balance between Stakeholders and the Management, which is achieved through these values.
Entrepreneurship
We stand by entrepreneurial aspirations. We inspire individuals to achieve their dreams.
Personalized Touch
In our behavior we endeavor to build relationship that will transform lives by valuing, understanding and articulating
individuals needs. We simultaneously respect and value people and uphold humanity and dignity.
Fairness and Equality
We are fair and honest in thoughts and feelings. We treat all with the fairness and equality.
Reliability
We honor the spirit and intent of our commitments and promises, demonstrating consistency between our actions
and our words. We stand by in the hour of need to create a trusted bond for life.
Nurturing Talent
We pursue challenging and rewarding opportunities that nurture personal and professional initiative and growth of an
individual.
Empowerment
We empower individuals to dream, create and experiment in pursuit of opportunities and attain leadership through
teamwork.
Audacity
We constantly foster individuals for giving open feedback towards processes, products and services to ensure
improvised practices in the organization.

Vision & Mission
Vision
To be the most preferred financial institution with nationwide presence and provide customized & speedy financial
solutions to rural & emerging India with trust & confidence, to guarantee customer delight.

Mission
At Au, we strive to lead in providing best & trusted financial solutions to cater the entrepreneurial aspirations of
unreached & unbanked masses of India & be empathetic to their needs. We endeavor to create strong, consistent
stakeholders value and live up to the trust & confidence reposed in us.

History
Formerly In 1996, the Company was incorporated in the name of L.N. Finco Gems Private Limited and started
providing financial services like Public Issue Management, Merchant Banking Services, and Vehicle Loans. In the year
2005, it changed its the name to Au FINANCIERS (INDIA) PRIVATE LIMITED. In 2013, Company was converted
into Public Ltd. and name of the Company changed as Au FINANCIERS (INDIA) LIMITED formerly known as Au
Financiers (India) Private Limited.
Au Financiers is registered as NBFC-ND-AFC, Non Deposit Taking, Asset Financing, Non Banking Finance Company
under RBI guidelines and we are being categorized as Systemically Important Asset Finance Company.

Our Network
Expanded and wide network
Equipped with latest Technologically
Known for Fast, effective, and quality services
Manned by skilled personnel
Shorter turnaround times, faster approval and quick distribution
Helpful and responsive executives that visit customers at their residences
Small regional officers help us identify, connect, and emphasize with our customers and enable us to provide
customized services.



Board Of Directors
Mr. Sanjay Agarwal, Managing Director
Mr. Uttam Tibrewal, Executive Director
Mr. Krishan Kant Rathi, Independent Director
Mr. Vishal Kumar Gupta, Investor Nominee Director

(on behalf of IBEF, a fund advised by Motilal Oswal Private Equity)
Mr. Mannil Venugopalan, Independent Director
Mr. Vishal Mahadevia, Investor Nominee Director

(on behalf of Redwood Investment Ltd (Warburg Pincus)
Mr. Ravindra Bahl, Investor Nominee Director

(On behalf of Labh Investments Limited ChrysCapital)

Management Team
Mr. Deepak Jain, Chief Financial Officer
Mr. Manoj Tibrewal, Business Head Maharashtra
Mr. Kapish Jain Chief Treasury Officer
Mr. Indrajeet Kumar, Assistant Vice President
Mr. Abhishek Tiwari - Vice President Operations
Mr. Vijendra Singh Shekhawat Vice President- Accounts
Mr. Subhash Tiberwal - Vice President- Branding & Infrastructure
Mr. Yogesh Soni - Assistant Vice President Audit
Mr. Vimal Jain Deputy Vice President - Risk & Budgeting
Mr. Manmohan Parnami Deputy Vice President- Company Secretary & Compliance






Motivation

According to Websters New Collegiate Dictionary, a motive is something a need or desire
that causes a person to act. Motivate, in turn, means to provide with a motive, and
motivation is defined as the act or process of motivating. Consequently, motivation is the
performance or procedure of presenting an intention that origin a person to capture some
accomplishment (Shanks.N. H.). According to Butkus & Green (1999), motivation is derived
from the word motivate, means to move, push or influence to proceed for fulfilling a want
(Kalimullah et al, 2010).
Bartol and Martin (1998) describe motivation as a power that strengthens behavior, gives
route to behavior, and triggers the tendency to continue (Farhad et al, 2011). This explanation
identifies that in order to attain assured targets; individuals must be satisfactorily energetic
and be clear about their destinations. In view of Bedeian, (1993) it is an internal drives to
satisfy an unsatisfied need and the will to accomplish. Motivation is a procedure that initiates
through a physiological or psychological want that stimulates a performance that is intended
at an objective. It is the concluding product of interface among personality behavior and
organizational distinctiveness (IRCO). It symbolizes those psychological procedures that
foundations the stimulation, route, and determination of deliberate actions that are target
oriented (Farhad et al, 2011). Also motivation is a progression of moving and supporting
goal-directed behavior (Chowdhury.M.S, 2007). It is an internal strength that drives
individuals to pull off personal and organizational goals (Reena et al, 2009).
Motivation is a set of courses concerned with a kid of strength that boosts performance and
directs towards accomplishing some definite targets (Kalimullah et al, 2010). According to
Barron (1983), it is an accrual of diverse routes which manipulate and express our activities
to attain some particular ambitions (Rizwan et al, 2010). Porter and miles (1974) proved that
the motivation boosts expresses and continues conduct (Khadim et al). The motivation of
an individual envelops all the motives for which he selects to operate in a definite approach
(Lefter et al). In fact motivation is inside another persons head and heart (Khadim et al).


Definitions of Motivation
Motivation is a reported urge or tension to move in a given directon or to achieve a certain
goal. Carroll shartle
The concept of motivation is mainly psychological. It relates to those forces operating within
the individual employee or subordinate which impel him to act or not to act in certain ways.
Dalton E. McFarland
Motivation means a process of stimulating people to action to accomplish desired goals.
William G. Scott
Motivation is the act of stimulating someone or oneself to get a desired course of action.
M.J. Jucius
Motivation refers to the way in which urges, drives, desired, aspirations, strivings, needs direct
control or explain the behaviour of human beings. D.E. McFarland
Motivation is the inner-state that energizes, channels, and sustains human behavior. William
Glueck








Employee Motivation
Among financial, economic and human resources, the latest are more essential and have the
capability to endow a company with competitive edge as compared to others (Rizwan et al,
2010). Employee Performance fundamentally depend on many factors like performance
appraisals, employee motivation, Employee satisfaction, compensation, Training and
development, job security, Organizational structure and other, but the area of study is focused
only on employee motivation as this factor highly influence the performance of employees.
Employee motivation is one of the policies of managers to increase effectual job management
amongst employees in organizations (Shadare et al, 2009). A motivated employee is
responsive of the definite goals and objectives he/she must achieve, therefore he/she directs
its efforts in that direction. Rutherford (1990) reported that motivation formulates an
organization more successful because provoked employees are constantly looking for
improved practices to do a work, so it is essential for organizations to persuade motivation of
their employees (Kalimullah et al, 2010).
Getting employees to do their best work even in strenuous circumstances, is one of the
employees most stable and greasy challenges and this can be made possible through
motivating them.


















Organizational Effectiveness
Composition of people which formulate independent business identity for some specific
purpose is commonly known as organization and getting desired outcome within defined
resources is treated as effectiveness. Organizational effectiveness is the notion of how
effectual an organization is in accomplishing the results the organization aims to generate
(Muhammad, et al, 2011). It plays an important role in accelerating organizational
development (Bulent et al, 2009). It is the net satisfaction of all constituents in the process of
gathering and transforming inputs into output in an efficient manner (Matthew et al, 2005).
Organizational effectiveness is defined as the extent to which an organization, by the use of
certain resources, fulfils its objectives without depleting its resources and without placing
undue strain on its members and/or society (Mary et al, 1996). It is the maximum combined
utility of the primary constituents (Matthew et al, 2005).
The goal model describes organizational effectiveness in terms of the extent to which an
organization attains its objectives. The legitimacy model regards organizational effectiveness
in terms of a background evaluation of component preferences for performance and natural
limitations on performance from an external environmental perspective (Zammuto.R.F,
1982).
The constituency model considers organizational effectiveness as a set of several statements,
each reflecting the evaluative criteria applied by the various constituencies involved with the
organization being evaluated with an emphasis on means criteria (Connolly.T, 1980).
The systems resource model defines organizational effectiveness in terms of its (the
organizations) bargaining position, as reflected in the ability of the organization, in either
absolute or relative terms, to exploit its environment in the acquisition of scarce and valued
resources and how they utilize these resources (Yuchtman.E, 1987).
The study is aimed to determine the factors that increase employee motivation and the
relationship of organizational effectiveness with employee motivation.










Factors Affecting Employees Motivation
No one works for free, nor should they. Employees want to earn reasonable salary and
payment, and employees desire their workers to feel that is what they are getting (Houran. J).
Money is the fundamental inducement, no other incentive or motivational technique comes
even close to it with respect to its influential value (Sara et al, 2004). It has the supremacy to
magnetize, maintain and motivate individuals towards higher performance. Frederick Taylor
and his scientific management associate described money as the most fundamental factor in
motivating the industrial workers to attain greater productivity (Adeyinka et al, 2007).
Research has suggested that reward now cause satisfaction of the employee which directly
influences performance of the employee (Kalimullah et al, 2010). Rewards are management
tools that hopefully contribute to firms effectiveness by influencing individual or group
behavior. All businesses use pay, promotion, bonuses or other types of rewards to motivate
and encourage high level performances of employees (Reena et al, 2009). To use salaries as a
motivator effectively, managers must consider salary structures which should include
importance organization attach to each job, payment according to performance, personal or
special allowances, fringe benefits, pensions and so on (Adeyinka et al, 2007).
Leadership is about getting things done the right way, to do that you need people to follow
you, you need to have them trust you. And if you want them to trust you and do things for
you and the organization, they need to be motivated (Baldoni.J, 2005). Theories imply that
leader and followers raise one another to higher levels of morality and motivation
(Rukhmani.K, 2010).Motivation is purely and simply a leadership behavior. It stems from
wanting to do what is right for people as well as for the organization. Leadership and
motivation are active processes (Baldoni.J, 2005).
Empowerment provides benefits to organizations and makes sense of belonging and pride in
the workforce. In fact, it builds a Win - Win connection among organizations and employees;
which is considered an ideal environment in numerous organizations and their employees.
Empowering can flourish virtual human capacities. Empowered employees focus their job
and work-life with additional importance and this leads to constant progress in coordination
and work procedures. Employees execute their finest novelties and thoughts with the sense of
belonging, enthusiasm, and delight, in empowered organizations. Adding up, they work with
a sense of responsibility and prefer benefits of the organization to theirs (Yazdani,B.O. et al,
2011)
Trust is defined as the perception of one about others, decision to act based on speech,
behavior and their decision (Hassan et al, 2010). If an organization wants to improve and be
successful, trust plays a significant role so it should always be preserved to ensure an
organizations existence and to enhance employees motivation (Annamalai.T, 2010). It can
make intrapersonal and interpersonal effects and influence on the relations inside and out the
organization (Hassan et al, 2010).
No matter how automated an organization may be, high productivity depends on the level of
motivation and the effectiveness of the workforce so staff training is an indispensible strategy
for motivating workers. One way managers can instigate motivation is to give appropriate
information on the sentences of their actions on others (Adeyinka et al, 2007)






Framework of Motivation
Theoretical Framework
The motivational theories included in this research are linked to motivation to find out what their possible
influence could be on those two constructs. The motivational theories that are relevant for this research work are
the Equity theory (Adams, 1963; in Harder, 1991; in Robbins, 2003; in Kinicki and Kreitner, 2003), Expectancy
theory (Vroom, 1964 in Harder, 1991; in Isaac et al., 2001; in Robbins, 2003), Goal setting theory (Locke, 1968 in
Austin and Bobko, 1995; in Locke and Latham, 2002; in Robbins, 2003; in Kinicki et al., 2003) One thing that is
common for humans is to compare themselves to others. One theory that comes forth from this evaluating of
ones-self and each other is Equity theory. Carrel and Dittrich (2008) depict that most theorist discussing the equity
theory posit three primary points. First, employees perceive a fair return for what they contribute to their job.
Second, employees then run some kind of social comparison what their compensation should be with their
colleagues. Last each employee that perceives himself to be in an inequitable situation will try to decrease this
inequity. Robbins (2003) and Adams (1963; 1965, in Harder, 1991) explain that the equity theory is a theory that
centres on perceived fairness of an individual. An employee reflects on how much effort he has expended and
compares this to what he has got from it. After this individual evaluation of his input-output ratio, he will compare
his ratio to the input-output ratios of others, especially the direct peers. If the employee considers his input-output
ratio to be equal to ratios of other relevant employees, a state of equity exists.
The employee will have a feeling that he is treated fairly. In this situation of equity, the person is seemingly
content and will not act to imbalance the condition (Cosier and Dalton, 1983). Naturally, when an employee
perceives unequal ratios between him and his counterparts, there will be a state of inequity. There are three types
of equity namely external, internal, employee equity (Konopaske and Werner, 2002). External equity arises when
employee use comparisons to others who have the same job but work in different organizations. Internal equity
occurs when employees compare themselves to others who have different job but work in the same organization.
Employee equity exists when an employee compares himself to other employees who occupy the same job within
the same organization. The equity theory is concluded for the study because it is interesting to see how employees
compare themselves to each other. These comparisons can lead to job turnover when some employees perceive
not to be treated fairly. Important is that equity theory shows that beliefs, perceptions, and attitudes influence
motivation. Employees are motivated powerfully to current situation when there is a perception of inequity
present. On the other hand, Expectance theory refers to a set of decision theories of work of motivation and
performance (Vroom, 1964; in Ferris, 2007). Perception plays a central role in expectancy theory because it
emphasizes cognitive ability to anticipate likely consequences of behavior (Kinicki et al., 2003). As said by Vroom
(1964; in Kopfi, 2008), the expectancy theory as two major assumptions. The first assumption is that individual
persons have perception about the consequences that result from their behavioural actions, and the causal
relationship among those outcomes. These perceptions, or beliefs, are referred to as either expectancies or
instrumentalities. The second assumption is that individual person has effective reactions to certain outcomes.
Affective reactions reflect the Valence (positive or negative value individual place or results) of outcomes (Kinicki
et al., 2003).
According to the expectancy theory, individual will be motivated to perform by two expectancies (Ferris, 2007;
Isaac et al. , 2001). Expectance is the probability that the effort put forth will lead to the desired performance. The
second expectancy (also referred to as instrumentality) is the probability that a particular performance will lead to
certain preferred outcomes. When the probability of some effort will not be rewarded, the employee will not be
highly motivated to perform a certain task. Expectancy theory primarily relies upon motivators to clarify causes for
behaviours exhibited at work (Leonard, Beauvais and Scholl, 1999). External rewards are viewed as inducing
motivational states that fuels behaviors, as opposed to intrinsic motivators, when behaviors are derived from internal
forces such as the enjoyment of the work itself because it is challenging, interesting and so on (Isaac et al, 2011). On
the other hand,
in Goal setting theory, Locke, Shaw, Sarri and Latham (2008) defined a goal as what an individual attempts to
accomplish; it is the object or aim at certain actions. The basic assumption of goal-setting is that goals are
immediate regulators of human actions (Locke et al., 2008). Evidence from the goal setting research indicates that
specific goals leads to increase performance and that difficult goals, when individuals have accepted them, results
in higher performance than easy goals (Locke 1968 in Austin and Bobko, 1985; in Locke, 2004). Goal setting has
four motivational mechanisms (Bryan and Locke, 1967; Locke and Latham, 2002). The first motivational mechanism
is that goals that are personally meaningful and interesting tend to focus an individuals attention on what is
important and what is relevant (Locke et al., 2008). The second mechanism is that goals have an energizing
function. Simply puts, higher goals leads to more effort than lower goals (Bryan and Locke, 1967). The third
mechanism is that goals affect persistence. Persistence is the effort expended on a specific task over a certain
amount of time (Laporte and Nath, 1996). Normally, the more difficult a goal is to achieve, the higher the
persistence. The last motivational mechanism holds that goals affects action indirectly by leading to the arousal,
discovery and use of knowledge and strategies (Wood and Locke, 1990 in Locke et al., 2002). Regarding the impact
of goal setting on intrinsic motivations, Elliot and Harackiewiez (1994) show some interesting evidence in their
article. They explain, by means of regression analysis that the effect of performance or mastery focused goals on
intrinsic motivation depends on the degree of achievement orientation of an individuals. Goals are simultenously
and object or outcome to look for and a standard for satisfaction (Locke et al., 2002). When an individual wants to
achieve certain goals means that this individual will not be satisfief until he reaches that goal. Therefore, goals
serve as the inflection point or reference standard to satisfaction versus dissatisfaction (Mento, Locke and Klien,
2002). (Locke et al, 2002) add to this that individuals that produce the most, those with difficult goals, are harder
to satisfy. In this case, individuals that set high goals produce more as they are dissatisfied with less.
Conceptual Framework
Employee Motivation is the independent variable and will be examined through two of its
factors, recognition and empowerment. The dependent variable is organizational
effectiveness.
The conceptual framework of the study is:


Model of the Study
The following is the model of the study which will be further discussed and justified.















Research Methodology
Objective
The main objective of the study is to analyze the impact of employees motivation on
organizational effectiveness. The sub-objectives of the study are:
1. To determine the factors that increase employees motivation.
2. To examine the relationship between employees motivation and organizational
effectiveness.
3.To know the motivation level of the employees of the organization.
4.To access the working of the personnel department.

Hypotheses
Based on the literature and model the study is designed to test the following hypothesis:
H1: There is an effect of recognizing employees work on their motivation to work.
H2: There is an effect of empowering employees in tasks on their motivation to work.
H3: There is a relationship between employees motivation and organizational
Effectiveness.

Research Design :
This research is of descriptive. In descriptive research we have sufficient data on the
concept and research material. Because many researchers have been done the same
concept. Therefore, there is nothing new this concept while I am going to study. I have used
questionnaire method for collecting the data. I have formed same questionnaire for workers
& staff members.

SAMPLE UNIT
Target groups are employees of Au FINANCIERS (INDIA) LIMITED-Jaipur

TYPES OF SAMPLING METHOD
Random Sampling
SAMPLE SIZE
A sample of 30 respondents was collected form the Au FINANCIERS (INDIA) LIMITED.
DATA COLLECTION
Primary Data - Questionnaire.
Secondary Data - Files, Record Books, Company Manuals, Websites and Books.




















Recognition and Employee Motivation
According to Maurer (2001) rewards and recognition are essential factors in enhancing
employee job satisfaction and work motivation which is directly associated to organizational
achievement (Jun et al., 2006). Kalimullah Khan conducted a study in which he examined the
relationship between rewards and employee motivation in commercial banks of Pakistan. The
study focused on four types of rewards of which one was recognition which he tested through
Pearson correlation. The results showed that recognition correlates significantly (0.65) with
employee work motivation (Kalimullah et al, 2010).
An empirical study was conducted in Pakistan to measure the impact of reward and
recognition on job satisfaction and motivation. 220 questionnaires were distributed and filled
by employees of different sectors. The results showed that there exists a significant (r=0.13,
p<0.05) relationship between recognition and employee work motivation (Rizwan et al,
2010).
An empirical study was conducted by Reena Ali to examine the impact of reward and
recognition programs on employee motivation and satisfaction. A questionnaire was
distributed to 80 employees of Unilever and data was analyzed through SPSS version 16. The
results showed that there is a statistically significant (r=0.92, p<0.01) direct and positive
relation between recognition and employee work motivation (Reena et al, 2009).
A study was conducted in Pakistan to examine the job satisfaction among bank employees in
Punjab. A structured questionnaire survey was used and data was gathered from 4 banks
employees. The value of correlation coefficient for recognition was 0.251 which shows that
its relationship with job satisfaction is positive. Job satisfaction is directly associated with
internal work motivation of employees that enhances as the satisfaction of employees
increases (Salman et al, 2010). That is why a study says that deficiency of appropriate
recognition and rewarding reduces employees work motivation and job satisfaction. Hence,
administration of organizations and institutions should build up the arrangement for giving
that rewards and recognition to enhance employee job satisfaction and motivational level
(Reena et al, 2009).
The above literature, studies and discussion fully supports first hypothesis that recognizing
employees work increases their motivation to accomplish tasks and execute responsibilities
towards them by the organization.



















Empowerment
According to (Bennis, 1989; Block, 1987; Kanter, 1977; Kanter, 1979; Kanter, 1989;
McClelland, 1975) empowerment is defined as an approach to leadership that empowers
subordinate as a main constituent of managerial and organizational effectiveness (Honold,L,
1997). Bowen & Lawler (1992) expressed empowerment as a site to permit employees to
formulate decisions (Amin et al, 2010). Empowering is giving authority and liberating
potential of employees.
The main driving force of empowerment is having larger control over how jobs are done
and carried for more growth and productivity (Smith, B, 1997). According to Tannenbaum
(1968), it is the study of internal organization power and control which illustrated that the
distribution of power and control enhances organizational effectiveness (Honold,L, 1997).
Rappaport (1987) defined empowerment process as mastering on problems of organizations
by people, organizations and societies (Amin et al, 2010).
Empowering makes employees feel that they are appreciated and for making it possible
continuous and positive feedback on their performance is essential (Smith, B, 1997).
According to Pastor (1996), for victorious appliance of empowerment it is essential for an
individual to do efforts and take actions in an environment where they are responsible for
what they are doing (Amin et al, 2010). Employee contribution and their energetic
participation in configuring up the organization are tremendously essential to the hale and
hearty place of work (Matthew.J, 2009).













Empowerment and Employee Motivation
Employee empowerment and participation consists of contribution of employees in
administration and decision making associated to policies, objectives and strategies of the
organization. According to Chao et al. (1994), employees perceptive of the goals, standards
and political principles of their firms were positively and significantly related to employee
motivation and gratification towards work (Reena et al, 2009). Empowerment results in
motivating employees that leads to constant expansion and organizational growth (Smith, B,
1997).
Empowerment directs faster decision of customer troubles for the reason that employees did
not dissipate time referring customer objections to managers. Increased autonomy enhances
work productivity, amplifies employees wisdom of self-efficacy and their motivation to get
upon and complete certain tasks (Mani, V, 2010). According to Brewer et al. (2000),
managers should regard employees in decision-making procedures. Bhatti and Qureshi (2007)
propose that employee participation in organization measures develop motivation and
job-satisfaction level (Reena et al, 2009).
Sanderson (2003) believed that empowerment creates motivation and energy in workforce to
do their work efficiently and effectively (Amin. et al, 2010). Kuo et al. (2010) recommended
that together the job characteristics of career revamp and employee empowerment are
imperative characteristics in giving greater employee dedication and trustworthiness toward
the organization and increased level of motivation (Reena et al, 2009). More the loyalty
towards the organization and higher the motivation works best for the effectiveness and
growth of a business.
Neuman (1989) judges participative decision making as a set of planned procedures for
systematizing individual sovereignty and autonomy in the perspective of faction
accountability and associated to system-wide control. Employee participation and
empowerment not only direct to efficiency, effectiveness and innovation but they also boost
employee gratification, work motivation and trust in the organization (Constant.D, 2001).
John Baldoni in his book Great motivation Secrets of Great Leaders, has discussed that
empowerment and recognition encourages and motivates people to work. He elaborates it that
empowerment grants people with responsibility and authority to act as it puts people in
control of their own destinies Also he wrote that its fundamental to our humanity that
everyone needs to be recognized about how and what work they have done and next time
they do it more efficiently for the sake of more recognition (John, B, 2005).
Iberman(1995) summarizes Rules for success in which he gave much importance to
employee involvement and empowerment in decision making and task completion as
according to him it increases commitment and understanding (Matthew et al, 2005). The
above literature and studies fully supports the second hypothesis that empowering employees
increases their motivation towards work.













Employee Motivation and Organizational Effectiveness
Employee satisfaction and motivation towards work refers to prospects of the employee about
the organization and his approaches frontward his service (Ali et al, 2011).Organizational
effectiveness refers to locating targets and attaining them proficiently in spirited and energetic
surroundings (Constant.D, 2001).
A study was done to examine the relationship of organizational effectiveness and employee
performance and motivation in the telecommunication and banking sector of Pakistan. A
sample of 103 respondents was taken and Pearson correlation was applied. The results
showed that there exists significant positive correlation (0.287) between employee motivation
and organizational effectiveness (Muhammad et al, 2011).
The autocratic leadership styles, mechanistic design of organization and authoritarian rules as
practiced in African organizations, are all where decision making is concerned only to top
management and employees are just given orders to accomplish different tasks. In these types
of organizational environment the employees may suppress innovativeness and their
motivation hinders which has a direct negative effect on organizational performance, growth
and effectiveness (Constant.D. et al, 2001).
An internally satisfied, delighted and motivated worker or employee is actually a productive
employee in an organization which contributes in efficiency and effectiveness of organization
which leads to maximization of profits (Matthew.J. et al, 2009). Thus from the literature and
various studies the third hypothesis is fully supported that there exists a positive relationship
between employee motivation and organizational effectiveness.





MOTIVATION AND BEHAVIOUR
Types of Motivated Behaviour
Types of motivated behaviour pointed out by George Kimble and
Norman Garmezy are as follows:
1. Consummatory behaviour
This form of motivated behaviour directly satisfies the need in
question. Eating with the corresponding drive hunger or drinking with
the corresponding drive thirst are examples.
2. Instrumental behaviour
This form of motivated behaviour is instrumental in satisfying the
need in question. Instrumental behaviour does not directly satisfy the
need as does consummator behaviour. For a prostitute sexual
behaviour may be instrumental in satisfying the hunger motive.
3. Substitute behaviour
This type of motivated behaviour is very complex and difficult to
explain. It is indirect in nature and apparently seems to have little
relevance to the need in question.








Types of motivation
1. Positive motivation: it is also known as cost approach. It offers some reward for better performance. Such
reward can be of two types i.e. money reward like giving salaries and wages, payment for higher performance
like bonus and pension, payment for holidays and so on. Secondly there maybe job related reward. In such
reward, it focuses on job rather than money like job enrichment, making participation ion management and
decision making, promoting employees and appraisal.
2. Negative motivation: it is known as stick approach. It is the process of motivation through punishment for
poor performance. Under this technique employees are motivate through providing monetary ways like
reduction of pay, providing no bonus, taking fine for poor performance and non monetary ways may be
demotion, threat, transfer to remote areas, minimization of responsibility, loss of job etc.



















NATURE OF MOTIVATION
Based on the definition of motivation, we can derive its nature relevant for human behaviour in organization.
Following characteristic of motivation clarify its nature:
1. Based on Motives- Motivation is based on individuals motives which are internal to the individual.
These motives are in the form of feeling that the individual lacks something. In order to overcome this
feeling to lackness, he tries to behave in a manner which helps in overcoming this feeling.
2. Affected by Motivating- Motivation is affected by way the individual is motivated. The act of
motivating channelises need satisfaction. Besides, it can also activate the latent needs in the
individual, that is, the needs that are less strong and somewhat dormant and harness them in a manner
that would be functional for the organization.
3. Goal-directed Behaviour- Motivation leads to goal-directed behaviour. A goal- directed behaviour is
one which satisfies the causes for which behaviour takes place. Motivation has profound influence on
human behaviour, in the organizational context, it harnesses human energy to organisaitonal
requirements.
4. Related to Satisfaction- Motivation is related to satisfaction. Satisfaction refers to the contentment
experiences of an individual which he derives out of need fulfillment. Thus, satisfaction is a
consequence of rewards and punishments associated with past experiences. It provides means to
analyse outcomes already experienced by the individual.
5. Person Motivated in Totality- A person is motivated in totality and not in part. Each individual in the
organisaiton is a self-contained unit and his needs are interrelated. These affect his behaviour in
different ways. Moreover, feeling of needs and their satisfaction is a continuous process. As such,
these create continuity in behaviour.
6. Complex Process- Motivation is a complex process, complexity emerges because of the nature of
needs and the type of behaviour that is attempted to satisfy those needs. These generate complexity in
motivation process in the following ways:
(i) Needs are internal feelings of individuals and sometimes, even they, themselves, may
not to be quite aware about their needs and the priority of these. Thus, understanding
of human needs and providing means for their satisfaction becomes difficult.
(ii) Even if needs are identified the problem is over here as a particular need may result
into different behaviours from different individuals because of their differences.
(iii) A particular behaviour may emerge not only because of the specific need but it may
be because of a variety of needs.
(iv) Goal-directed behaviour may not lead to goal attainment. There may be many
constraints in the situation which may restrain the goal attainment of goal-directed
behaviour. This may lead to frustration in an individual creating lot of problems.




Objects of Motivation

1. The purpose of motivation is to create condition in which people are willing to work with zeal, initiative. Interest,
and enthusiasm, with a high personal and group moral satisfaction with a sense of responsibility.
2. To increase loyalty against company.
3. For improve discipline and with pride and confidence in cohesive manner so that the goal of an organization are
achieved effectively.
4. Motivation techniques utilized to stimulate employee growth.
5. For the motivation you can buy mans time. Physical presence at a given place.
6. You can even buy a measured number of skilled muscular motions per hour or day.
7. Performance results from the interaction of physical, financial and human resource.
8. For the achieve a desire rate of production.












Techniques of motivation
1. Financial incentives: First techniques of motivation are financial incentives as money is indicator of
success. Therefore it fulfills psychological safety and status need as people satisfy their needs by money.
Wages, salary motivates employees to perform better.

2. Job enlargement: Under this technique, task assigned to do job are increased by adding simile task. So the
scope of job enlargement is high for the motivation of subordinates. It is also known as horizontally leading of
job.

3. Job enrichment: Under this technique jobs are made challenging and meaningful by increasing
responsibility and growth opportunities. In such technique of motivation, planning and control responsibility
are added to the job usually with less supervision and more self evaluation. It is also called vertical leading.

4. Job rotation: it refers to shifting an employee from one job to another. Such job rotation doesnt mean
hanging of their job but only the employees are rotated. By this it helps to develop the competency in several
job which helps in development of employees.

5. Participation : Participation refers to involvement of employee in planning and decision making .it helps
the employees feel that they are an asset of the organization which helps in developing ideas to solve the
problems.

6. Delegation of authority:Delegation of authority is concerned with the granting of authority to the
subordinates which helps in developing a feeling of dedication to work in an organization because it provides
the employees high morale to perform any task.

7. Quality of work life:It is the relationship between employees and the total working environment of
organization. It integrates employee needs and well being with improves productivity, higher job satisfaction
and great employee involvement. It ensures higher level of satisfaction.

8. Management by objectives:It is used as a motivation and technique for self control of performance. By this
technique superior and subordinates set goals and each individual subordinates responsibilities clearly defined
which help to explore the sill and use in the organization effectively.

9. Behavior modification:The last technique of motivation is behavior modification. It develops positive
motivation to the workers to do the work in desired behavior in order to modify behavior.





















Problem of Motivation
Motivation is the outcome of a certain relation between the superiors and the sub-ordinates
for this the superiors or the managers make special effort different from the daily control or
functions. It is not necessary that the efforts made by the managers will be unanimously
acceptable. It can also be opposed in this way there are many hardles in implementing a
motivational system. They are follows :
1. A Costly Efforts
2. Trouble Making Employees.
3. Motivation is an internal feeling.
4. Opposition to changes.

















Importance of Motivation
Motivation is one of the most crucial factors that determine the efficiency and effectiveness
of an organization with its help a desire is born in the minds of the employees to achieve
successfully the objective of the enterprise. All organizational facilities will remain useless
people are motivated to utilize these facilities in a productive manner. Motivation is an
integral part of management process. An enterprise may have the best of material,
machines and other means of production but all these resources are meaningless so long as
they are not utilized by properly motivated people. There was a time when the human
resource of production was treated like other non-human resources and was not given any
special importance. But this old concept has lost all importance in this competitive age
classifying the importance of motivation Renis Likert has called it. "The core of
Management". The importance of motivation becomes clear from following facts :
1. High Level of Performance.
2. Low Employee Turnover and Absenteeism.
3. Easy Acceptance of organizational changes.
4. Good human relations.
5. Good image of organization.
6. Increase in Morale.
7. Proper use of Human Resource Possible.
8. Helpful in Achieving Goals.
9. Builds Good relations among employees.
10. Easier Selection.
11. Facilities Change.












Findings- The literature and various studies concluded that factors: empowerment and recognition have
positive
effect on employee motivation. More the empowerment and recognition of employees in an
organization is
increased, more will their motivation to work will enhance. Also there exists a positive relationship
between
employee motivation and organizational effectiveness. The more the employees are motive to tasks
accomplishment higher will the organizational performance and success.



















Conclusion
Recognition and empowerment play an essential part in enhancing employee motivation
towards organizational tasks. By appreciating the employees for their work done and giving
them participation in decision making, internally satisfies them with their job, organization
and organizational environment. Thus their enthusiasm and motivation towards
accomplishment of tasks increases.
Employee recognition and employee motivation towards organizational tasks have positive
relationship between them as exhibited by the empirical studies conducted by Kalimullah
(2010) (0.65), Rizwan (2010) (r=0.13, p<0.05), Reena (2009) (r=0.92, p<0.01) and Salman
(2010) (0.251). Thus it is concluded that appreciation and recognition of employees and
employees tasks fulfillment stimulates them towards working with more energy and
dedication to the organization.
Employee empowerment and employee motivation towards organizational tasks have also
direct and positive relationship between them as shown by the studies conducted by Reena
(2009), John (2005), Amin (2010), Constant (2001), Mani (2010) and Smith (2001).
The motivated employees works best in the interest of the organizations which leads them
towards growth, prosperity and productivity. Thus the employee motivation and
organizational effectiveness are directly related. This is also proven by the study conducted
by Muhammad (2011) (0.287). So the organizations should work out and make such policies
and organizational structures that support employee recognition and empowerment.





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